Strategies for Competing in International Markets - PowerPoint Presentation

Strategies for Competing in International Markets Team 6: Courtney Estrada, Alexa Bumgarner, Dustin Lang, Zach Mays

Why Enter a Foreign Markets? Gain access to new customers Achieve lower cost through economies of scale To further exploit its come competencies Gain access to resources and capabilities located in foreign markets To spread its business risk across a wider market

Competing Across Borders Makes Strategy-Making more Complex Different countries have different home country advantages in different industries There are location-based advantages to conducting particular value chain activities in different parts of the world Different government policies, tax rates, inflation rates, and other economic conditions make the general business climate in some countries favorable Companies face risk due to adverse shift in currency exchange rates Differences in buyers tastes and preferences present a challenge for companies concerning customizing vs. standardizing their products and services

Porter’s Diamond of National Competitive Advantage Home Country Advantage: Demand Conditions Factor Conditions Related and Supporting Industries Firm Strategy, Structure, and Rivalry

Locating Value Chain Activities Advantageously Companies are building production facilities in low cost countries Closer to needed resources Research and Development Shanghai GM

Government Policies & Economic Conditions in Host Countries Some governments try to attract foreign business While others try to make it more difficult Political risks Economic Risk

The Risk of Adverse Exchange Rate Shifts A weaker U.S. dollar is an economically favorable exchange rate shift for manufacturing plants in the U.S. Eliminates foreign cost advantage Makes foreign goods more expensive for U.S. buyer Enables U.S.-made good to be sold at lower prices in countries with stronger currency Increases the dollar value of profits a company earns in foreign markets Currency exchange rates are typically unpredictable

Differences in Demographic, Cultural, and Market Conditions Buyers tastes vary from country-to-country Leads to questions of customizing or standardizing products in each market

Strategic Options For Entering International Markets Export Licensing Franchising Foreign Alliance and Joint Venture

Export Strategies Good initial strategy Minimal capital needed Home based production and export strategy helps minimize direct investments in foreign countries Can experience vulnerability Manufacturing costs Shipping costs Changes in currency exchange rate Tariffs and trade barriers

Licensing Strategies Technology, brand, patents without capability or resources to enter international market Income from royalties, but cost and risk goes to licensee Disadvantage: lose some control Examples: software and pharmaceutical companies

Franchising Strategies For international expansion of services and retailers McDonald’s, Yum! Brands, 7-Eleven, Hilton Hotels Advantage: franchisee most of costs and risks while franchisor maintains quality control Disadvantage: deciding if things should change to appeal to different cultures

Foreign Subsidiary Strategies For companies that prefer direct control Establish a subsidiary by: Acquiring a foreign company Establish operations from ground up Greenfield venture

Alliance and Joint Venture Strategies Reasons for cross-alliances Knowledge of local government regulations, buying habits and product preferences Capture economies of scale in production/marketing Share distribution facilities and dealer networks Learning from each other Gain agreement on technical standards Risks Partner’s knowledge is useless Communication challenges Losing competitive advantage

International Strategies

Multidomestic- “think-local, act-local” Producing different product versions for different local markets Adapting marketing/distribution to fit customs, cultures, regulations, market requirements Only possible when decision making is decentralized Local managers have more say Drawbacks Can be less innovative because efforts are not integrated across borders Higher production/distribution costs There isn’t one worldwide competitive advantage

Global- “think global, act-global” Standardized, globally integrated approach Sell same products/services under same brand name everywhere Emphasis on building a global name Beneficial when high volumes lower costs (spreading fixed costs) Drawbacks: Can’t address local needs as precisely as local rivals Less responsive to changes in local market conditions Raises transportation costs Higher coordination costs

Transnational- “think-global, act-local” Glocalization Uses mass-customization techniques to address local preferences in a semistandard manner Electronic Arts: two major design studies and four smaller studios worldwide FiFA and NFL, NBA, NASCAR Drawbacks Most difficult to implement because of complexity of varying elements Dealing with conflicting objectives Costly and time-consuming, uncertain outcome

International Competitive Advantage Use location to your advantage Transfer resources from one country to another Utilize opportunities specific to international businesses

Using Location Concentrated? Dispersed?

Transferring Resources

GM and its International Brands

Profit Sanctuaries Most significant amount of company profits Can be used to launch offensives and defend against rivals

GM Profit Sanctuaries Profit sanctuary in United States Allowed it to create a huge market share in China